The myths about female leaders as being too soft, overly emotional, ice-queen cold, or mean girl nasty still surface far too often. Certainly examples exist but with the unforgiving demands of business today those stereotypes would surely be outliers. In my experience women who have made it to the most senior levels in an organisation are more likely to share many of the following qualities.
- They are tough.
Every female CEO I have met has a steely side to her. The CEO role is not a popularity contest, it’s about getting the job done. That can often mean making hard decisions that are right for the future of the business. Giorgio Armani Australia’s managing director, Mary Chiew, is a classic example of a leader who has always chosen a tough decision over a popular one if it’s good for business. “I have no interest in being popular,” she told me this week.
- But tough doesn’t mean bitchy.
Very often female leaders who are prepared to make the difficult moves to strengthen the business bottom line are accused of being bitchy. It’s an easy, cheap shot that men are not subjected to. I have discussed the perception of bitchy with many female CEOs and they have all been very clear about there being no place in their business, and definitely not the leadership team, for mean girls (or mean boys for that matter). Who has the time?
- They care deeply about their team.
We are even more ambitious for others than we are for ourselves. Female leaders are mostly great mentors and coaches because they want to see their employees achieve. At the My Agenda networking event this week I spoke to a woman who manages the Asia Pacific region for a major technology company and she described her role as being coach and support for her team.
- But that doesn’t mean you can take advantage of them.
The Good Mother leadership style is one that over-nurtures her team to the point of being seen to be like a mother to them. I am guilty of this style. However, the relationship remains boss-employee if a team member crosses the line. In my experience, employees who feel valued are easier to pull into line because they know a discussion of that nature is rare and therefore serious.
- They back themselves.
At the My Agenda event, panelist Microsoft Australia CEO Pip Marlow revealed “there is no job I have taken that I have been truly ready for”. This is contrary to the myth that we don’t pursue the top jobs because we lack confidence. Confidence is definitely an issue in the climb to the top but all of the female CEOs I have ever met have self-belief.
- But that doesn’t mean they don’t need positive reinforcement.
Even though Pip knew she would be a fantastic country manager for Microsoft if she was given the chance, she remains grateful for the role that her then company sponsor, Steve Vamos, played in talking her up. His support for her as the potential CEO remained relentless until she was promoted to the role he thought she was a natural for.
- They are smart.
Senior women are often fully educated in the theory of the job before they get there, as the ultimate career risk mitigation strategy. But it doesn’t stop there. Telstra head of strategic finance Cynthia Whelan, also a panelist at the My Agenda event, requested that her company invest in an international leadership course for her when she landed the CEO role.
- But that doesn’t mean they don’t have confidence crises from time to time.
It is often when I have a confidence crash that I look to further study or extra ways of developing my skills. It always has the desired effect and I am ready to climb the next mountain. Xplore founder and former Apple Australia managing director Diana Ryall started her successful leadership development business 12 years ago following a confidence crash of her own. A cancer scare led to her standing down from the top job at Apple. Then the lack of a business card, that had for so long defined her, was the jolt she needed to force her back on the horse. It resulted in a new business idea that would ultimately lead to boosting the careers and confidence of other women.
- They are capable, independent leaders.
My Agenda panelist Cellmid chief executive Maria Halasz was charged with running the ASX-listed company as CEO in April 2007 and then seven months later was also appointed it’s Managing Director. Maria talked about the strong working relationship she has with her board and the trust they have in her to run the business.
- But that doesn’t mean they don’t need your support.
Maria, Pip and Cynthia revealed they had a male sponsor at board level who believed in them. It’s a common theme with successful female CEOs as the knowledge of that support allows them to focus on the task of delivering shareholder value.